Still Struggling to Use AI's Potential?

Only 4% of Dutch businesses are fully prepared for AI. The other 96% are not failing because they lack ambition. They are failing because readiness is not a strategy problem. It is an action problem.

By The Only Constant
aidesign-sprintreadiness

A recent Cisco AI Readiness Index, covered by Emerce, puts a number on what most people already sense: only 4% of Dutch businesses are fully prepared for AI. That is not a rounding error. That is an entire economy staring at a technology shift and mostly not moving.

The tempting explanation is that organisations need more time. More research. More strategy sessions. More white papers. But readiness is rarely a knowledge problem. Most leadership teams understand that AI matters. The gap is not between knowing and deciding. It is between deciding and doing.

Why readiness stalls

Three patterns show up consistently in organisations that stay stuck.

First, they treat AI as an IT project. They assign it to a technology team and wait for a recommendation. But AI is not infrastructure. It is a capability that touches every function. Keeping it in one department is like putting "innovation" on a single person's business card and hoping it spreads.

Second, they over-scope. The first AI initiative becomes a company-wide transformation programme with a steering committee, a vendor selection process, and a timeline measured in quarters. By the time the project starts, the technology has moved on and the team has lost momentum.

Third, they skip the obvious. The most valuable AI applications are often not the most ambitious ones. They are the boring, repetitive, high-volume tasks that nobody enjoys but everyone depends on. Starting there is not glamorous, but it builds competence, confidence, and evidence, all of which you need for the bigger moves later.

What actually works

The organisations that move tend to share a few traits. They start small and specific. They involve the people who do the actual work, not just the people who approve budgets. They give themselves permission to prototype something imperfect. And they measure progress in weeks, not quarters.

None of this requires a massive investment. It requires a decision to stop preparing and start learning. The difference between the 4% and the 96% is not resources or talent. It is willingness to begin before everything is figured out.

The best time to start was a year ago. The second best time is now.


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